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CASE STUDY 8-1 Content of a Personal Development Plan at Brainstorm, Inc. athy is a sales manager at Brainstorm, Inc., individual development plans for these employees, a computer software training company that based on their performance evaluations. Recently, training software, located in Leli, Utah. One of Cathy's report, finished his first year's performance evaluation responsibilities is to complete annual performance with Cathy. Cathy's performance evaluation of Jay's evaluations with all of her direct reports and create key competencies and key results is as follows: Score B- B+ Performance Appraisal Form Key Competencies Supervisor Comments Sales and Marketing: Demonstrate knowledge of principles and Could be more proficient with greater product methods for showing promoting, and selling products or services knowledge Needs greater understanding of the benefits of each of the products Customer and Personal Service Knowledge of principles and Good verbal and sales skits most of the time processes for providing high quality customer and personal Had a couple occasions when customers fert services like they weren't getting enough personal assistance with recently purchased products Interpersonal Communication Talking to others to convey Very good. Always enthusiastic with information offectively as well as giving full attention to what othee customers and quicidy develops a good people are saying, taking time to understand the points being rapport with new customers made, and asking questions as appropriate Persuasion and Negotiation Persuading others to change their Adequate, but could be more direct and minds or behavior Bringing others together and trying to reconcile persuasive with customers. differences Problem Sensitivity and Ethics: The ability to tell when something Excellent. Shown great ability to anticipate it Is wrong or is likely to go wrong ethically or otherwise it does not contract negotiations are taking an unethical involve solving the problem, only recognizing there is a problem or unprofitable turn for the worse Key Results Supervisor Comments Degree to which employee met monthly sales goals Adequate. Met sales goals 66 percent of the ($50,000 in sales revenue a month Time in the last six months Degree to which employee met referral goals Needs improvement Met referral goals (10 referrals a month): 50 percent of the time in the last six months Number of cold calls made monthly (250): Excellent. Tirelessly exhibits persistence and hard work in reaching out to businesses B A Score Place yourself in Cathy's shoes, and use the above performance evaluation to develop an individual development plan for Jay (Hint: use information included in Section 8-1 Personal Development Plans) 8-1 PERSONAL DEVELOPMENT PLANS Personal development plans specify courses of action to be taken to improve performance. Also, achieving the goals stated in the development plan allows employees to keep abreast of changes in their field or profession. Such plans highlight an employee's strengths and the areas in need of development, and they provide an action plan to improve in areas of weaknesses and further develop areas of strength.' In a nutshell, personal development plans allow employees to answer the following questions: How can I continually learn and grow in the next year? How can I do better in the future? How can I avoid performance problems faced in the past? Where am I now and where would I like to be in terms of my career path? Development plans can be created for every job, ranging from entry level to the executive suite (e.g., CEO, CFO). No matter how high up the position within the organization and how simple or complex the nature of the job in question, there is always room for improvement. Information to be used in designing development plans comes from the appraisal form. Specifically, a development plan can be designed based on each of the performance dimensions evaluated. For example, if the performance dimension "communication" is rated as substandard, this area would be included in the development plan. Development plans focus on the short term and on specific roles and positions, but also on the knowledge and skills needed for more long-term career aspirations and career development. Specifically, good development plans also focus on developing career competencies , including the following three sets of competencies Reflective career competencies. Being aware of one's career and combining personal reflections with one's professional career. The two competencies that comprise this dimension are reflection on motivation, which refers to reflecting on values, passions, and motivations with regard to one's career; and reflection on qualities, which refers to reflection on strengths, shortcomings, and skills with regard to one's career. Chapter 8 Performance Management and Employee Devel with the performance management system. For example, a study including 137 employees at a production equipment facility in the southern United States showed that the greater the extent to which employees believed that the system the system. On the contrary, perceptions of the extent to which the system was Communicative career competencies. Being able to effectively communicate with others to improve one's chances of career success. The two competencies are networking, which refers to the awareness of the presence and professional value of one's network, and the ability to expand this network for career-related purposes; and self-profiling, which refers to presenting and communicating one's personal knowledge, abilities, and skills to individuals inside and outside the organization. Behavioral career competencies. Being able to shape one's career by taking action and being proactive. The two specific competencies are work exploration, which refers to actively exploring and searching for work-related and career-related opportunities inside and outside the organization, and career control, which refers to actively influencing learning processes and work processes related to one's career by setting goals and planning how to reach these goals. Now, pause for a few minutes and give yourself some time to think about the three aforementioned sets of career competencies. Where do you stand regarding reflective, communicative, and behavioral career competencies? What are your strongest and your weakest competencies? Which ones should you be working on to improve your future career prospects? In addition to improved short-term performance and career path clarity, the inclusion of development plans, and in more general terms, the identification of employee strengths and weaknesses as part of the performance management system have another important benefit: employees are more likely to be satisfied CASE STUDY 8-1 Content of a Personal Development Plan at Brainstorm, Inc. athy is a sales manager at Brainstorm, Inc., individual development plans for these employees, a computer software training company that based on their performance evaluations. Recently, training software, located in Leli, Utah. One of Cathy's report, finished his first year's performance evaluation responsibilities is to complete annual performance with Cathy. Cathy's performance evaluation of Jay's evaluations with all of her direct reports and create key competencies and key results is as follows: Score B- B+ Performance Appraisal Form Key Competencies Supervisor Comments Sales and Marketing: Demonstrate knowledge of principles and Could be more proficient with greater product methods for showing promoting, and selling products or services knowledge Needs greater understanding of the benefits of each of the products Customer and Personal Service Knowledge of principles and Good verbal and sales skits most of the time processes for providing high quality customer and personal Had a couple occasions when customers fert services like they weren't getting enough personal assistance with recently purchased products Interpersonal Communication Talking to others to convey Very good. Always enthusiastic with information offectively as well as giving full attention to what othee customers and quicidy develops a good people are saying, taking time to understand the points being rapport with new customers made, and asking questions as appropriate Persuasion and Negotiation Persuading others to change their Adequate, but could be more direct and minds or behavior Bringing others together and trying to reconcile persuasive with customers. differences Problem Sensitivity and Ethics: The ability to tell when something Excellent. Shown great ability to anticipate it Is wrong or is likely to go wrong ethically or otherwise it does not contract negotiations are taking an unethical involve solving the problem, only recognizing there is a problem or unprofitable turn for the worse Key Results Supervisor Comments Degree to which employee met monthly sales goals Adequate. Met sales goals 66 percent of the ($50,000 in sales revenue a month Time in the last six months Degree to which employee met referral goals Needs improvement Met referral goals (10 referrals a month): 50 percent of the time in the last six months Number of cold calls made monthly (250): Excellent. Tirelessly exhibits persistence and hard work in reaching out to businesses B A Score Place yourself in Cathy's shoes, and use the above performance evaluation to develop an individual development plan for Jay (Hint: use information included in Section 8-1 Personal Development Plans) 8-1 PERSONAL DEVELOPMENT PLANS Personal development plans specify courses of action to be taken to improve performance. Also, achieving the goals stated in the development plan allows employees to keep abreast of changes in their field or profession. Such plans highlight an employee's strengths and the areas in need of development, and they provide an action plan to improve in areas of weaknesses and further develop areas of strength.' In a nutshell, personal development plans allow employees to answer the following questions: How can I continually learn and grow in the next year? How can I do better in the future? How can I avoid performance problems faced in the past? Where am I now and where would I like to be in terms of my career path? Development plans can be created for every job, ranging from entry level to the executive suite (e.g., CEO, CFO). No matter how high up the position within the organization and how simple or complex the nature of the job in question, there is always room for improvement. Information to be used in designing development plans comes from the appraisal form. Specifically, a development plan can be designed based on each of the performance dimensions evaluated. For example, if the performance dimension "communication" is rated as substandard, this area would be included in the development plan. Development plans focus on the short term and on specific roles and positions, but also on the knowledge and skills needed for more long-term career aspirations and career development. Specifically, good development plans also focus on developing career competencies , including the following three sets of competencies Reflective career competencies. Being aware of one's career and combining personal reflections with one's professional career. The two competencies that comprise this dimension are reflection on motivation, which refers to reflecting on values, passions, and motivations with regard to one's career; and reflection on qualities, which refers to reflection on strengths, shortcomings, and skills with regard to one's career. Chapter 8 Performance Management and Employee Devel with the performance management system. For example, a study including 137 employees at a production equipment facility in the southern United States showed that the greater the extent to which employees believed that the system the system. On the contrary, perceptions of the extent to which the system was Communicative career competencies. Being able to effectively communicate with others to improve one's chances of career success. The two competencies are networking, which refers to the awareness of the presence and professional value of one's network, and the ability to expand this network for career-related purposes; and self-profiling, which refers to presenting and communicating one's personal knowledge, abilities, and skills to individuals inside and outside the organization. Behavioral career competencies. Being able to shape one's career by taking action and being proactive. The two specific competencies are work exploration, which refers to actively exploring and searching for work-related and career-related opportunities inside and outside the organization, and career control, which refers to actively influencing learning processes and work processes related to one's career by setting goals and planning how to reach these goals. Now, pause for a few minutes and give yourself some time to think about the three aforementioned sets of career competencies. Where do you stand regarding reflective, communicative, and behavioral career competencies? What are your strongest and your weakest competencies? Which ones should you be working on to improve your future career prospects? In addition to improved short-term performance and career path clarity, the inclusion of development plans, and in more general terms, the identification of employee strengths and weaknesses as part of the performance management system have another important benefit: employees are more likely to be satisfied